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This Dec. 17 webinar provides a better understanding of the market trends driving providers toward high-risk contracts, challenges that providers face, and potential technology infrastructure changes.
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For Baylor Health Care System establishing an ACO is the next step toward a transformation that began more than a decade ago.
Avera Health is offering a suite of telehealth services to rural hospitals.
"The most important way of dealing with monumental change is to have frequent, timely, and transparent communications," says Richard J. Henley.
As AtlantiCare moves to an accountable care delivery model, its leaders are clear about what needs to happen.
A checklist of strategies that healthcare providers can use to foster collaboration, collegiality, and teamwork so they can successfully carry out collaborative ventures.
Case studies of how leading-edge providers are collaborating to improve quality and reduce costs. Topics covered: Creating a culture of collaboration, learning each other's language, developing a useful EHR, and coordinating the doctor's orders.
"The key role of senior leaders is to build the infrastructure, says Brent James, MD, MStat. "The most important part of infrastructure is the data systems you use."
Four case studies illustrate how providers are testing new partnerships, approaches, and technologies to improve care coordination.
The Medicare Shared Savings Program has created the impetus for accountable care organizations. But financial leaders should heed two important lessons from past integration efforts-and six influential forces-before pursuing an accountable care organization.
By expanding a preexisting occupational medicine program into a full-fledged health management consulting business, ProHealth Care has forged closer partnerships with local employers and expanded overall market share.
In two years, a health system went from losing $10 million in operations to earning about $7 million, which allowed it to restructure its debt.
An interview with Richard J. Zall To be successful in today's highly competitive and cost conscious environment, hospitals need to be closely linked with their physicians. One way hospitals are going about this is to acquire physician practices. But how
Read about some billing and collection pitfalls that hospitals should avoid when acquiring physician practices.
Unity Medical Group, which was previously limited to 75 employed primary care physicians, is expanding to include 100 additional employed physicians.
By consolidating their home health departments, multiple hospitals could feasibly compete against national corporations that are currently turning a profit in the home health arena.
Joint ventures with physicians can help health systems expand their geographic presence, improve their bottom line and delivery of care, increase physician satisfaction, and reduce outmigration of cases.
Several factors, including hospital-physician alignment, have contributed to a successful integration effort between St. Luke's Hospital and Cardiologists L.C.
A physician practice management firm worked with Cardiologists L.C. (CLC) to make several changes and improvements in the following four areas: organizational, patient and physician relations, culture, and operations.
Baylor Health Care System believes that an accountable care organization (ACO) should start with a conviction that every aspect of the organization should be devoted to serving patients.
Partnership between Cleveland Clinic and Chester County Hospital has proved to be a win-win business affiliation for both organizations.
Several years of physician and community outreach have improved the transparency of Beatrice Community Hospital's care delivery and finances, directly contributing to an improved reputation and measureable savings.
For integration among hospitals, physicians, and other providers to be successful, healthcare leaders should address eight competencies in executing an effective integration strategy.
Under effective alignment, physicians are highly engaged in hospital strategies for improving quality, creating operating efficiencies, and ensuring financial viability.
Montefiore Medical Center has created an integrated system of care in the Bronx for its primarily low-income patients. Four factors in Montefiore’s success: primary care and chronic disease management, access to high-quality specialty and hospital care, targeted care management, and robust health IT.
Horizon BCBSNJ provides medical groups with extensive operational and financial support, including a paid nurse to coordinate the care of high-risk patients, a care coordination fee, and shared savings payments.
Scott Schmidt, vice president, Cerner RevWorks, LLC, shares insights on best practices for maximizing a revenue cycle management partnership.
Amy Amick, president, revenue cycle management, and William Davis, vice president, revenue cycle advisory solutions, both with MedAssets, share insights on the industry and techniques to drive sustainable performance improvement.
Eric Ward, president and CEO, Parallon Revenue Cycle Services, discusses key trends in revenue cycle management and factors providers should consider when partnering to advance their revenue cycle performance.
Dale Hockel, senior vice president of operations, and Jim Fanelli, CFO, TriMedx, share strategies for elevating clinical engineering through innovative management programs.
Rick Heise, senior vice president, revenue cycle, at Cerner Corporation, discusses the importance of integrating clinical and financial data to excel in health care's changing payment environment.
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